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Friday, February 8, 2013

Personalities thrive in different work environments

Submitted by Hannah Auerbach, Account Executive, Newman CommunicationsDrawing on their
experience from coaching executives and training world-class organizations,
Merrick Rosenberg and Daniel Silvert have written a book, "Taking Flight!" about four work styles, using the acronym, DISC. The book lays out a blueprint for
understanding how to get more productivity out of workers and helps workers identify what style they are and what they should look for in a job.

Take Flight!" excerpt:

"The
degree to which people like their jobs is largely a function of the
corporate culture in which they work. People spend a significant
percentage of their waking lives at work, so matching work environment
with style can lead
to greater job satisfaction and a more rewarding career. Although no
setting
will likely satisfy every want or need, there’s a lot to be said for
understanding the types of environments that bring out our best.

What follows are optimal work environments and general job characteristics that match each style: DISC.

Dominant Style

D’s
thrive in environments that value big-picture ideas and high levels of accountability for getting things done. Someone high in
D energy will thrive in a culture where setting ambitious goals
and aggressively pursuing results take precedence over playing it safe.
D’s prefer settings where candor is considered healthy and
constructive conflict is welcomed. An environment that encourages
competition can bring out the best in the
D’s performance.

Interactive Style

Given that
I’s are enthusiastic,
optimistic, and upbeat, they thrive in high-energy, positive work
environments. A workplace with low morale can have a particularly
devastating effect on an
I’s job satisfaction. The
I’s desire to talk and contribute necessitates an atmosphere that encourages group interaction. In addition,
I’s thrive
when empowered with freedom and flexibility. Jobs that require the
frequent juggling of responsibilities are well suited to an
I’s thirst for variety and spontaneity. In fact, multitasking keeps the
I’s mind active and engaged.

A “command and control” manager will not bring out the best in an
I. Likewise, highly structured and formalized settings can seriously stifle an
I’s talent for motivating others and stimulating innovation.

Supportive Style

S’s
are driven by their need for stability. As such, they prefer calm and steady work environments.
S’s will typically experience significant levels of stress in settings where constant change is the norm.

Seeking harmony in all of their relationships,
S’s thrive in collaborative workplaces in which people genuinely support each other.

Conscientious Style

C’s
are detail-oriented and logical and have a relentless need for accuracy. If a culture doesn’t reward quality,
C’s will
not be satisfied with their work. As such, they thrive in formalized
settings with definable standards and expectations. A highly
collaborative, free-flowing, and unstructured
workplace would not be optimal for strong
C’s, as they prefer to work independently and need quiet space to think.

C’s
also require
ample time for analysis before arriving at a concrete conclusion. A
fast-paced atmosphere where people spontaneously make decisions based
upon intuition and gut feeling would be unsettling
and disruptive.
C’s need to understand the logic behind decisions and therefore
will thrive in settings in which managers provide rationale and an
abundance of information.

The
right style of work environment will supercharge your skills and become a
reliable source of vitality in your life. The wrong environment will
drain your energy reserves and lead to much
stress and conflict for you and your coworkers. So, when looking for a
job, remember to consider workplace culture as one of the key criteria
to determine if a job or company is right for you. And if you’re a
manager who helps to create the environment for
your staff, try to factor in styles when dealing with each individual."

About the Authors: Merrick
Rosenberg and Daniel Silvert have led training for more than 20,000
people in small and large corporations. They have worked with more than
two-thirds of the current Fortune 100 companies in 44 states and around
the world.